The Six Laws of Absolute Honesty

This article speaks about the 6 laws of absolute honesty.

Absolute Honesty Law #1: Tell the Truth

Your ability to lead others depends on their trusting you. By consistently telling the truth you not only earn that trust but also create a psychological obligation that compels others to do the same for you. The downside, of course, is that telling the truth can be inconvenient, embarrassing, and painful. As we explore this fundamental rule, we show you how to avoid the pitfalls and difficulties of building a corporate culture where telling the truth is sacrosanct.

Absolute Honesty Law #2: Tackle the Problem

Learning to confront tough issues in a healthy and straightforward manner can enable people to quickly resolve differences of opinion while maintaining their dignity and mutual respect. Abiding by this law includes practicing constructive confrontation, a technique for resolving differences that emphasizes solving problems and making decisions by focusing on the best possible outcome for the organization while avoiding damage to the relationships of those involved.

Absolute Honesty Law #3: Disagree and Commit

We've all been to meetings where everyone appeared to agree to a decision but then, once the meeting was over, immediately started criticizing it; lobbying for their own positions; or, worst of all, sabotaging the meeting's action plan. The Law of Disagree and Commit requires everyone in the organization to agree to express their opinions openly and clearly even if those opinions go against the grain of the group; however, once everyone has reached consensus on a particular decision or course of action, all are expected to commit their wholehearted support to the decision. The exception to this law is when the group or your management has made a decision that is morally, ethically, or legally wrong.

Absolute Honesty Law #4: Welcome the Truth

Responding to criticism defensively and attacking when we feel attacked are such instinctive behaviors that they are daunting to overcome. A culture of honesty depends on being able to criticize and accept criticism in an open, healthy, and nondestructive way. By drawing on specific tools and techniques, people can learn how to avoid reacting defensively and lashing out when criticized, as well as how to offer criticism using a respectful and useful approach.

Absolute Honesty Law #5: Reward the Messenger

Rewarding the messenger for delivering bad news or contrary opinions is not the norm in most companies. Often, those who speak up, disagree with the status quo, complain about a decision, or object to the ethical soundness of a decision become the victims of subtle, and sometimes not-so-subtle, forms of retribution. Nothing will kill the spirit of open communication and honest debate in an organization faster than retribution. Remember, it was fear of retribution that kept the townspeople from telling the emperor he was naked as he paraded through the town. If managers punish people for expressing their opinions, those opinions will simply go underground, reappearing as cynical e-mail jokes and hushed conversations in the lunchroom. For this reason, managers must vigilantly guard against this practice. Complicating their task, however, is the fact that even when actual retribution is not present, the perception that it exists can produce the same effect. Incorporating this rule in your company, then, means identifying and eliminating not only practices of retribution, but also any perceptions that it exists.

Absolute Honesty Law #6: Build a Platform of Integrity

A culture of honesty and integrity must be based on a foundation of honesty and ethical practice. The two go hand in hand. If you want people to speak up when wrongdoing occurs, it helps to clarify what qualifies as wrongdoing and what people should do when it occurs. That expectation provides a platform of integrity upon which the person can act. Without it, expressing opinions about what is wrong can be risky indeed.